Exploring the future, The role of interaction in foresight, Edward Elgar, Cheltenham, in press 3. DP21 DP21 (2003), Dierlijke Productie & Consumptie in de 21ste eeuw.
UNEP/RIVM (2003. Four scenarios for Europe. Based on UNEP's third Global Environment Outlook. Last accessed on 29/06/11 and available at http://www. unep. org/geo/GEO3/pdfs/four scenarios europe. pdf. 16.
Chang. 70 (2003) 797 817.2 S. C. H. Greeuw, M. B. A. van Asselt, J. Grosskurth, C a m. H. Storms, N
Relat. 56 (2003) 983 1003.28 M. Alvesson, K. Sköldberg, Reflexive Methodology: New Vistas for Qualitative Research Towards a Reflexive Methodology, Sage, London, 2000.29 P. De Smedt, Interactions between foresight and decision-making, in:
. van Assel, D. S. Rothman, An updated scenario typology, Futures 35 (2003) 423 443.49 S. Rayner, Uncomfortable knowledge:
L. V. Shavinina (Ed.),The International Handbook on Innovation, Pergamon, London, UK, 2003. Peter De Smedt has a background in ecological system analyses.
In 2003, the BMBF developed a national strategy for future funding and support of nanotechnology.
In 2003 the Office of Technology assessment at the German Parliament conducted a broad technology assessment on nanotechnology 49.
Concepts and Practice, 2008, pp. 154 169.33 K. Cuhls, From forecasting to foresight processes new participative foresight activities in Germany, J. Forecast. 22 (2003) 93 111.34
Occasional Paper Series, vol. 7, nr. 1, 2003, p. 20s,(Winnipeg. 55 R c. Swiss re, in:
Sustainable Everyday, Scenarios of Urban Life, 2003, pp. 246 255.26 F. Jégou, S. Vincent, Co-design approaches for early phases of augmented environments, in:
30 (2003) 212 217.27 Stuurgroep Toekomstonderzoek Strategisch Omgevingsbeleid, Terugblik op Toekomstverkenningen (Looking back at Foresight studies), The hague, The netherlands, 2000.29 M. Van der Steen
integrated foresight management model, Foresight 5 (2)( 2003) 33 45.4 A. Alsan, M. A. Oner, Comparison of national foresight studies by integrated foresight management model, Futures
glocalization/grobalization and something/nothing, Sociological Theory 21 (3)( 2003) 193 209.22 M. Weber, Foresight and adaptive planning as complementary elements in anticipatory policy-making:
Annual British Academy of Management Conference, 2008.6 F. Okumus, A framework to implement strategies in organizations, Management Decision 41 (2003) 871 882.7 D c. Hambrick, A a
The genius is in the implementation, Journal of Business strategy 24 (2003) 26 31.9 L. E. Bossidy, L. R. Charan, Execution:
and how corporate foresight affects companies'innovative capabilities 5. In 2003, Chesbrough coined the term‘Open innovation'to describe the paradigm‘‘that firms can
in Germany, Journal of Forecasting 22 (2003) 93 111.22 P. Saffo, Six rules for effective forecasting, Harvard Business Review 85 (2007) 122 131.23
) 1051 1067.38 H. Chesbrough, The era of open innovation, Sloan Management Review 44 (2003) 35 41.39 T. Heger, R. Rohrbeck, Strategic foresight for collaborative exploration
) In the period 2000 2003 this sector contributte to more than 25%of Europe's productivity growth, making it the leading sector in the EU econoom both in terms of labour productivity (almost twice the whole economy average
2003): ) In comparison to futures studies and forecastinng the literature on foresight has paid little attenntio to its actual strategic value.
Van der meulen, Barend, Jan de Wilt and Hans Rutten 2003. Develoopin futures for agriculture in The netherlands:
the latter acknowledge the crucial role of users in the innovation process (Rickards, 2003; Trott, 2003; Von Hippel, 1986;
2005). ) In this context we can also refer to policy action that suppoort user-driven innovation, such as the rise of living labs, which are user-driven innovation environmments and the launch of the European Network of Living Labs (ENOLL) in 2006.
since the successful adoption and diffusion of technology is ascribed to the continuous interaction between technoloogica and societal forces (Rickards, 2003;
Trott, 2003; Boczkowski, 2004. User-driven innovation In this new context, the notion of user-led or userdriive innovation has assumed a prominent role.
2003: 2) emphasiiz the importance of users'expectations and experiences: Qoe is how the user feels about how an applicattio
Corrie, B H, T Wong, S Zimmerman, A s Marsh, J Patrick et al. 2003. Towards quality of experience in advanced collaborative environmments Paper presented at the Third Annual Workshop on Advanced Collaborative Environments, held 22 june 2003, Seattlle WA, USA.
Crisler, K, T Turner, A Aftelak, M Visciola, A Steinhage et al. 2004. Considering the user in the wireless world.
Rickards, T 2003. The future of innovation research. In The Internatiiona Handbook on Innovation, L V Shavinina (ed.),pp 1094 1100.
Trott, P 2003. Innovation and Market research. In The Internatioona Handbook on Innovation, L V Shavinina (ed.),pp 835 844.
2003; Czarnitzki and Fier, 2002 (for Germany; Pointner and Rammer, 2005 (for Austria; Görg and Strobl, 2007 (for Ireland.
+Almus and Czarnitzki (2003), Germany R&d subsidies to East german firms (1994,1996, 1999) 622 Matched-pairs analysis (calliper matching) R&d intensity:+
firms that had ceased to exist by December 2003 were also remoove from the sample. The final sample contained 307 subsidized firms.
and D Czarnitzki 2003. The effects of public R&d subsiddie on firms'innovation activities: the case of Eastern Germaany Journal of Business and Economic Statistics, 21 (2), 226 236.
Based on concepts developed by the EU (Santos and Santos 2003), foresight is considered to be an activity connecctin three different dimensions of the same process:
and public accountabillity and where public academic and government research institutions are expected to draw upon private resources (OECD 2003).
a modest connection between research and commercialization (for analyses of the transition see Feigenbaum 2003;
Table 3. Allocations for S&t by Central Government in main S&t programs (in million RMB) Item 2001 2002 2003 2004 2005 2006 2007 2008
the Case 973 Program (in million RMB) Item 2001 2002 2003 2004 2005 2006 2007 2008 Total 589 686 800 897 983
Thus, in the making of the latest Medium and Long-term Plan, an‘expert consulttatio group for the overall strategy for the Mediumaan Long-term Plan'consisting of around 20 senior scienttist was created in 2003 to provide input to the‘leading group'which was made up of the Prime minister
In addition to the domestic process, workshops were held with international experts at the Multi-S&t Minister Forum in Shenzhen in October 2003,
and an‘International Forum for MLP making'was organized in November 2003 in Beijing. In April 2004, the interim strategic research reports were sent to CAS, CAE,
In contrast, some economists, such as Justin Yifu Lin, argued that the country should continue to rely on China's comparative advantages (Lin et al. 2003.
Feigenbaum, E. A. 2003) China's Techno-Warriors. National Security and Strategic Competition from the Nuclear to the Information age.
Lin, J. Y.,Cai, F. and Li, Z. 2003) The China Miracle: Development strategy and Economic Reform,(revised edn.
OECD. 2003)‘ Priority setting: issues and recent trends',Governance of Public research: Toward Better Practices, pp. 61 76.
Later, because of financial deficits, the Taiwan Pharmaceutical company gradually sold all of its factories to different private firms (DCB 2003:
Competition was the mainstream for the interactions between these companies (DCB 2003: 207). ) Multinational pharmaceutical giants who were attraacte by the government's policies of foreign direct investtmen (FDI)
Nevertheless, since the 1990s, because of the rising cost of manufacturing in Taiwan and the policies of free trade in pharmaceuticals, pharmaceutical MNCS gradually sold their manufacturing facilities to local companies (DCB 2003:
Later, these Chinese herbal pharmacies gradually set up their own herbal factories (DCB 2003: 219). ) Before the 1980s, the main business of the herbal factories was to use modern machinery to process the herbs to be customized into Chinese herbal medicines. 4 Herbs were decocted,
But no new herbaceous medicines were developed successfully before 2000 (DCB 2003: 224 7). 3. 1. 2 Universities and the accumulation of knowledge.
DCB (2003) Yearbook of Pharmaceutical industry 2003 (2003. Taipei: Development Center of Biotechnology. DCB (2004) The Yearbook of Chinese Herbal Medicine Industry 2004.
This implies a type of knowledge production close to the so-called‘mode 2'(Nowotny et al. 2003) acknowledging the distributed nature of knowledge,
Nowotny, H.,Scott, P. and Gibbons, M. 2003)‘ Mode 2'revisited: The new production of knowledge, Minerva, 41: 179 94.
Skoufias 2003. The categories of grand challenges identified by theeuropean Research area (ERA) Rationales Expert Group (European commission 2008) provide one typology of transformations.
Skoufias, E. 2003)‘ Economic crises and natural disasters: Coping strategies and policy implications',World Development, 31: 1087 102.
completed in 2003. This 13-year project coordinated by the US Department of energy and the National institutes of health aimed to discover all the estimated 20,000 25,000 human genes
as is done often in business environments (Mendonc¸a et al. 2003). Shortlists of relevant wild cards can be assembled readily through a mix of group brainstorming
Mendonc¸A s.,Cunha, M. P. E.,Kaivo-oja, J. and Ruff, F. 2003)‘ Wild cards, weak signals and organizational improvisattion'FEUNL Working Paper 432.
Farrukh et al. 2003; Kostoff et al. 2004; Phaal et al. 2004; Lee and Park 2005; Phaal and Muller 2009.
Farrukh, C.,Phaal, R. D. and Probert, R. 2003)‘ Technology roadmapping: Linking technology resources into business planning',International Journal of Technology management, 26:12 9. Gann, D. and Salter, A. 2000)‘ Innovation in project-based, service-enhanced firms:
The OECD (2003) has identified vertical coherennc as a general long-term policy objective ensuring that the practices of agencies
In more general terms, the OECD (2003) has called for horizontal coherence as a general governance objective ensuring that individual objectives
The OECD (2003) defines temporal coherence as a general policy objective that ensures that policies continue to be effective over time
and execute large-scale foresight exercises according to a clear‘bluepriint (Havas 2003). Salo et al. 2004) argue that responsiveness to shifting objectives
Havas, A. 2003)‘ Evolving foresight in a small transition economy: The design, use and relevance of foresight methods in Hungary',Journal of Forecasting, 22: 179 203.
OECD. 2003)‘ Policy coherence',Public Governance and Territorial Development Directorate, GOV/PUMA (2003) 4. Paris:
interpret and construct the meaning of the emerging landscape (du Toit 2003; Nelson 2010; Weick 1995.
Random House. du Toit, A. 2003)‘ Knowledge: A sense making process shared through narrative',Journal of Knowledge management, 7: 27 37.
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